Quarterly Report · 2020-04-29 · SBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 2 SBGP also continued to plan for its future organizational needs and structure. SBGP engaged

South Baltimore Gateway Community Impact District Management Authority d/b/a South Baltimore Gateway Partnership

Quarterly Report

Third Quarter of Fiscal Year 2020, January – March 2020

Brad Rogers, Executive Director www.sbgpartnership.org 4-30-2020

Legal Note

By law, the South Baltimore Gateway Partnership is not an agency of the City of Baltimore or the State of Maryland. Similarly, by law, South Baltimore Gateway Partnership employees and officers are neither officers nor agents of the City or State.

The South Baltimore Gateway Partnership voluntarily reports on its activities so that members of the general public, including elected and public officials, community leaders and other partners, can learn about its work. While the South Baltimore Gateway Partnership complies in full with all statutory obligations, neither this report nor others like it were prepared in response to any statutory reporting requirement. Nor were these reports created for the purpose of requesting review or approval from any public body, agency, department, board, officer, or official. Any distribution of these reports to any public body, agency, department, board, officer, or official via an established formal submission protocol is done merely for convenience and not as an express or implied request for approval or review.

Table of Contents I. Executive Summary ................................................................................................................................................. 1

II. Background and Governance .......................................................................................................................... 3

A. Background ............................................................................................................................................................. 3

B. Governance .............................................................................................................................................................. 3

III. Activity this Quarter ........................................................................................................................................... 5

A. Community Grants ............................................................................................................................................. 5

B. Enhanced Services .............................................................................................................................................. 9

C. Transformational Projects ............................................................................................................................. 11

D. Overhead and Administration ...................................................................................................................14

IV. Exhibits .................................................................................................................................................................... 20

A. Update on the FY20 Financial Plan (Financial Statements) ................................................. 21

B. FY21 Financial Plan (Budget) ......................................................................................................................24

C. Impact Investments Report ...................................................................................................................... 25

D. Program Activity Metrics ............................................................................................................................. 26

E. Summary of Projects ...................................................................................................................................... 29

SBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 1

I. Executive Summary This is the 11th quarterly report of the South Baltimore Gateway Partnership (“SBGP”). SBGP prepares these reports in order to maintain high standards for accountability and transparency. SBGP wants to make sure that members of the general public understand what SBGP is working on and why that work is important. In many ways, this quarter was a dramatic one for SBGP. The sudden onset of the COVID-19 pandemic had major implications for the SBGP work plan. Many of the signature projects that SBGP has been proud to fund (such as youth sports, cultural events in parks across the District, the 4th of July on the Middle Branch Waterfront celebration, community gatherings, and others) became impossible to operate safely. At the same time, Governor Hogan’s decision to close all Maryland casinos on March 15, 2020 brought SBGP’s revenue stream to a temporary but abrupt end. SBGP can expect no new revenue to come in for the foreseeable future. As a result, the SBGP staff and Board have had to think strategically about how to accomplish three critical tasks with only the funds received as of March 31, 2020:

• Protect SBGP’s core priorities. • Protect SBGP’s organizational capacity. • Respond compassionately and effectively to the current crisis, recognizing that

SBGP cannot do everything. Although SBGP is not an aid organization, its Board and staff take the current situation extremely seriously, and are committed to playing a role in helping communities in need. While SBGP’s COVID-19 response plan is rapidly evolving (and will certainly continue to evolve over the next quarter and beyond), the characteristics of SBGP’s approach are now beginning to take shape. These include the following principles:

• Start with urgent needs, and shift over time to strategic needs. • Constantly assess and evaluate, and move nimbly. • Hurry, but do not rush. • Over time, find ways in which SBGP is uniquely suited to help.

Anchored by these principles, in March SBGP began shifting resources to help meet evolving community needs in response to the COVID-19 pandemic. As part of the Enhanced Services program, SBGP worked with its network of community partners to coordinate regularly scheduled deliveries of food and household necessities, and also made funds available to help meet a variety of other non-duplicative short-term requests in response to COVID-19 as they arise in the District. But because SBGP remains committed to its ongoing work plan, SBGP also continued administering and developing Transformational Projects, continued managing the Community Grants awarded in the first five grant cycles, and announced provisional awards for the Winter 2020 grant cycle.


SBGP also continued to plan for its future organizational needs and structure. SBGP engaged an IT services firm to help improve SBGP’s IT infrastructure and cyber security, and continued working with national evaluation group Success Measures to develop an evaluation planning process in order to ensure SBGP is carrying out its Strategic Plan. SBGP’s priority has remained to expend funds according to its budget and invest in its communities in a way that is strategic, disciplined, equitable and well-documented. To date, SBGP has committed nearly $10.7 million to 213 projects across the District, ranging from small community grants to large capital projects. An additional $4.7 million of projects were in development for a total mobilization of approximately $15.4 million. Now more than ever, SBGP is committed to supporting its community in a time of need. SBGP is pleased to share its progress and report on its activity during the third quarter of Fiscal Year 2020.


II. Background and Governance Although SBGP is not required by law to produce reports of its activities, it is nonetheless committed to maintaining the highest standards of transparency and accountability. As a result, SBGP has elected to produce quarterly reports detailing its work and to make those reports publicly available. This quarterly report also serves as an update on the FY20 SBGP Financial Plan.

A. Background SBGP was established in 2016 to help implement the South Baltimore Gateway Master Plan, a sweeping plan to improve neighborhoods near the Horseshoe Casino Baltimore, with funding provided by the Local Impact Grants generated by video lottery terminals. Under its Strategic Plan, SBGP works to improve the vitality of its communities by focusing on three crucial elements of the South Baltimore Gateway Master Plan: Community Development and Revitalization, Environmental Sustainability, and Health and Wellness. In order to achieve the agenda laid out in the Strategic Plan, SBGP has established three interrelated program areas: Community Grants, Enhanced Services, and Transformational Projects. Additional background information can be found on the SBGP website and in SBGP’s prior quarterly reports.

B. Governance SBGP is governed by a Board of Directors composed primarily of residents and business representatives from across the District, follows a well-conceived strategic plan, and works within an annual budget. The SBGP Board of Directors meets at least six times each calendar year. During the last quarter, the Board held three meetings on January 15, 2020; February 19, 2020; and March 18, 2020. In addition to regular board meetings, the following committees continued to meet as needed and report to the full Board: Executive, Finance, Program, Communications, Governance and Nominating, and Strategic Planning. During the last quarter, SBGP worked on two additional steps to continue to improve its governance structures and procedures to ensure transparency, accountability, and ethical integrity. First, the five new Board members (“Additional Members” not appointed by public officials) appointed directly by the SBGP Board began serving effective January 1, 2020 and have been valuable additions to SBGP. The new Board members were oriented to SBGP, encouraged to join at least one of the committees, and invited to participate in the grant review process for the Winter 2020 grant cycle. A current list of SBGP Board members can always be found at https://sbgpartnership.org/about/#board. The amendments to the SBGP bylaws that were adopted by the SBGP Board along

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with the application and appointment process are still pending approval by the Board of Estimates. Second, following the development and implementation of a policy and procedures to assure SBGP’s consistent and documented compliance with the Open Meetings Act, SBGP held two annual Open Meetings Act trainings. SBGP staff members completed the ‘Maryland’s Open Meetings Act’ online training offered jointly by the State of Maryland Office of the Attorney General and University of Maryland’s Institute for Governmental Service and Research. Then, SBGP staff members conducted a training on SBGP’s procedures and compliance with the Open Meetings Act, and a recording of that training was made available to all SBGP staff and Board members.


III. Activity this Quarter In addition to continuing to operate its existing programs over the last quarter, SBGP also began shifting resources to help meet evolving community needs in response to the COVID-19 pandemic. As part of the Enhanced Services program, SBGP worked with its network of community partners to coordinate regularly scheduled deliveries of food and household necessities, and also made funds available to help meet short-term requests in response to COVID-19 as they arise in the District. Now more than ever, SBGP is committed to supporting its community in a time of need.

A. Community Grants Through its grantmaking, SBGP continued to empower community and nonprofit partners, providing the resources they need to make change happen across the District. During the last quarter, SBGP continued to administer Community Grants awarded during the first five grant cycles and kicked off and announced provisional awards for the Winter 2020 grant cycle. Since inception, SBGP has awarded through its first five grant cycles 126 Community Grants totaling $2,276,860, including:

• 77 Small Grants totaling $338,919; • 25 Medium Grants totaling $807,276; and • 15 Large Grants totaling $1,027,520.

An additional $445,686 of projects were in development for the provisional Winter 2020 Community Grants awards (pending availability of funds). SBGP has also provided a small number of small emergency grants to support important neighborhood events and causes in need of short-term funding support. SBGP had expended $1,711,574 on all Community Grants awarded to date as of March 31, 2020.

Funds Expended

63%

Underway21%

In Development16%

Community Grants, All Projects Awarded Through December 31, 2019


Throughout the grant administration process, SBGP continued providing ongoing support and assistance to applicants and grantees through a formal, structured technical assistance program. In addition, SBGP began reaching out to current grantees to support them through the COVID-19 pandemic and adjust their project timelines if necessary. Although it is not clear how long it will be until funding is restored, SBGP is doing its best to preserve existing grants for as long as is feasible, and during that process will try to be flexible with grantees, especially with respect to requests for project extensions. SBGP also continued planning for the first SBGP Community Grants Conference, which was originally scheduled for spring 2020 but postponed due to the COVID-19 pandemic. See the ‘Summary of Projects’ exhibit for a full list and details of Community Grants awarded to date.

1. Winter 2020 Grant Cycle (Cycle 6) SBGP opened applications for its sixth funding cycle in January 2020 with approximately $445,000 to award. During January and February, SBGP held a grant writing workshop and a grant application drop-in clinic leading up to the grant application deadline on February 28, 2020. In order to make the grant cycle easier and more successful for grantees and SBGP, SBGP continued to streamline the application, review the application and grantmaking process, and provide additional technical assistance and resources to applicants and grantees. All small, medium and large grant applications were submitted through SBGP’s online application portal, and support was provided to any applicant that found the online portal cumbersome. The online submission process helps ensure that all information is kept securely in one place and remains accessible to all reviewers. SBGP reviewed and updated its grants guidance and budget templates for small grant applicants. In addition, SBGP continued to update its website to provide additional grant resources and make Community Grants information easier to find. SBGP’s staff also continued to provide ongoing support and assistance to all grant applicants, helping them to persuasively and effectively communicate their thoughts in their applications. The February 28, 2020 application deadline was about two weeks prior to the closing of all Maryland casinos, which caused an immediate interruption of SBGP’s funding stream. Nonetheless, because the applicants had applied in good faith, SBGP staff and the Program Committee conducted a thorough and extensive review of all grant applications received and developed a recommended portfolio of grants according to the process and evaluation criteria laid out in the SBGP Grants Manual. The SBGP Board reviewed this portfolio, but because of the uncertainty about SBGP’s revenue stream, elected to only vote on provisional grant approval, subject to a later decision on funding availability. Grants approved by this vote will not go to contract and cannot begin to draw funds, but will be pre-positioned for a future date when the money becomes available.


This sixth round of grant funding was highly competitive. Of a total of 32 applications requesting $1,002,560, the Board approved 15 provisional grants totaling $463,186, including:

• 4 Small Grants totaling $17,500; • 9 Medium Grants totaling $306,974; and • 2 Large Grants totaling $138,712.

Even though the grants are provisional, grantees will be required to participate in an information session during the summer where the grant terms and conditions and fund disbursement process will be explained. Once more information is available regarding SBGP’s funding and when the grant projects are able to be implemented, SBGP will then begin actively reaching out to grantees to help them satisfy the administrative grant conditions so they may begin implementing their projects.

2. Summer 2019 Grant Cycle (Cycle 5) During the last quarter, SBGP continued administering 20 grants totaling $368,092, including:


Two of the projects have been completed, and 18 additional projects are underway. SBGP continued working with the grantees with projects still underway to help them complete their important projects. Because these projects were awarded only a few months earlier, and many of them had either not yet begun or were interrupted by COVID-19, expenditures under these grants were naturally low.

Funds Expended

8%

Underway92%

Community Grants, FY20 Cycle 5 Projects


3. FY19 Grant Cycles (Summer 2018 and Winter 2019/Cycles 3 and 4) During the last quarter, SBGP continued administering 47 grants totaling $944,084 awarded during the Summer 2018 and Winter 2019 grant cycles, including:


Twenty-seven of the projects have been completed, and 20 additional projects are underway. SBGP continued working with the grantees with projects still underway to help them complete their important projects.

4. FY18 Grant Cycles (Summer 2017 and Winter 2018/Cycles 1 and 2) During the last quarter, SBGP continued administering 50 grants totaling $861,539 awarded during the Summer 2017 and Winter 2018 grant cycles, including:


Forty-nine of the projects have been completed. One project is underway, and SBGP continued working with that grantee to help them complete their important project.

Funds Expended

80%

Underway20%

Community Grants, FY19 Projects


5. Technical Assistance and Capacity Building SBGP is committed not just to providing communities with the resources they need to make positive change but also to providing them with the tools and training they need to become increasingly skilled at shaping their own futures. Since many of the grantees have been challenged to quickly satisfy administrative grant conditions, implement their projects, and expend their grant funds, SBGP has been actively reaching out to grantees to provide technical assistance and to support them through the onboarding and implementation process. SBGP’s Community Grants staff also continued to provide ongoing support and assistance to all grantees, helping them to build capacity as they complete their important projects. During the last quarter, SBGP continued planning for the first SBGP Community Grants Conference, “Fostering Vital Neighborhoods: A Community Capacity Building Conference.” This training and capacity-building event was scheduled for April 2020, and had over 130 attendees already registered, but had to be postponed due to the COVID-19 pandemic. SBGP hopes to reschedule the conference for fall 2020. The free, day-long conference will offer a comprehensive and intensive view into critical technical assistance and capacity-building topics. It will also give area grant seekers, grant makers, community-focused nonprofits, and organizations the opportunity to network with others working in the District or in related fields, to learn tips for success, and to identify potential partners for their work in South Baltimore and beyond.

B. Enhanced Services SBGP has delivered a tremendous amount of value to the citizens of South and Southwest Baltimore through its Enhanced Services portfolio, focusing not only on capital, maintenance, and programming in parks and public spaces but also on helping meet community needs in response to the COVID-19 pandemic. Since

Funds Expended

96%

Underway4%

Community Grants, FY18 Projects


inception, SBGP has committed $4,118,951 to 79 Enhanced Services. An additional $3,170,785 of projects were in development, and SBGP had expended $2,975,964 on Enhanced Services as of March 31, 2020.

See the ‘Summary of Projects’ exhibit for a full list and details of Enhanced Services that have commenced to date.

1. Project Implementation SBGP has successfully programmed all of its FY18 and FY19 Enhanced Services funds, and continues programming and implementing its FY20 Enhanced Services funds. However, it is likely that the current project portfolio will have to be revised in future quarters due to (a) the loss of funding because of casino closings, (b) the termination of programs that involve gatherings of people, and (c) the need to pay for COVID-19 response. This makes it likely that the current project portfolio will have to be scaled back in future quarters. To date, SBGP has completed 59 projects totaling $2,154,926, and another 20 projects totaling $1,964,025 are currently underway. An additional $3,170,785 in projects are budgeted and in development, including litter removal, landscaping, and maintenance projects that are scheduled to take place during the spring and summer. That said, staff are currently evaluating which of these can be delayed until funding is reestablished. Staff have also added COVID-19 response to the Enhanced Services portfolio, because those projects fit best within this program area and this department has the best ability to quickly contract with vendors.

2. Project Highlights In the past quarter, SBGP has implemented a wide range of improvements around the District, ranging from ongoing Main Street enhancements, innovative trash

Funds Expended41%

Underway16%

In Development43%

Enhanced Services, All Projects to Date


cleanup programs, major park improvements and public events to COVID-19 aid and other response projects. As part of the Enhanced Services program, SBGP began shifting resources in March to help meet community needs in response to the COVID-19 pandemic. First, SBGP began working with its network of community partners to coordinate regularly scheduled deliveries of food and household necessities (beginning subsequent to the quarter-end) to residents of Cherry Hill, Westport, Mt. Winans, St. Paul, Lakeland, and Sharp-Leadenhall. Next, SBGP made funds available to help meet other short-term requests in response to COVID-19 as they arise in the District. Subsequent to the quarter-end, these funds became available by application to nonprofits, community associations, and other organizations serving SBGP neighborhoods and may be used for food and household necessities to distribute to community members, materials and supplies to distribute food and household necessities, and funding to address hardships caused by COVID-19. SBGP’s first ballfield being constructed in partnership with BCRP and the Ripken Foundation continued to mobilize for construction. This field will be located at Reedbird Park as part of the first construction phase of the larger Middle Branch Fitness and Wellness Center at Cherry Hill. Groundbreaking is on schedule for spring or summer 2020. Based upon safety guidance from the State of Maryland and limitations on gatherings, SBGP ceased programs in the South Baltimore Gateway Sports Network. This unfortunately will also result in a delayed start of new recreational programs in Cherry Hill with the Cherry Hill Eagles Foundation. During this quarter, SBGP continued to move forward with a multi-pronged trash clean-up strategy to remove litter from its neighborhoods and the Middle Branch. This includes sustained annual funding for Federal Hill Main Street and Pigtown Main Street; a new Gwynns Falls Trash Wheel currently beginning construction; and an innovative effort to remove trash from Pigtown, Barre Circle, MLK Boulevard, and Carroll-Camden in partnership with Living Classrooms’ Project Serve workforce program for previously incarcerated, re-entering citizens. That said, the temporary suspension of casino funding makes it likely that the Project Serve trash removal program will have to be suspended in the next quarter.

C. Transformational Projects During the last quarter, SBGP continued to administer FY18, FY19 and FY20 Transformational Projects, and continued to vet additional Transformational Projects proposals through the Strategic Planning Committee. These projects require significant amounts of staff and committee time and effort to cultivate, evaluate the pros and cons of each possible opportunity through a structured review process, and establish clear criteria for SBGP involvement.


Since inception, SBGP has committed $4,283,000 to Transformational Projects. An additional $1,092,063 of Transformational Projects were in development, and SBGP had expended $311,485 on Transformational Projects as of March 31, 2020.

However, the loss of casino funding in March created a major cash flow challenge for the organization. As described further below, one of the ways that the SBGP Board elected to overcome this fiscal hurdle was to terminate SBGP’s partnership with Lyft on the program tentatively called South Baltimore GO!. See the ‘Summary of Projects’ exhibit for a full list and details of Transformational Projects that have received funding commitments to date.

1. Middle Branch Fitness & Wellness Center at Cherry Hill During the last quarter, the $20 million Middle Branch Fitness & Wellness Center at Cherry Hill continued to mobilize for construction. Bids from construction companies were received, the project passed the Planning Commission review unanimously, and groundbreaking is on schedule for spring or summer 2020. This major regional recreation complex, built on the banks of the Middle Branch in Cherry Hill, will include a Ripken field with a simultaneous start of construction. (The Ripken field is being funded separately through the Enhanced Services program as described above.) The project will serve as the first major capital project for the Middle Branch Waterfront restoration. SBGP has been waiting for construction to begin so that it can spend the $2.2 million in Transformational Projects funds (and $750,000 in Enhanced Services funds) allocated for this project

2. Middle Branch Waterfront Plan and Implementation SBGP has continued to spearhead the effort to transform the Middle Branch into Baltimore’s next great waterfront with 11 miles of parks and trails. Working

Funds Expended6%

Underway74%

In Development20%

Transformational Projects, All Projects to Date


collaboratively with the City, the Parks & People Foundation, and other partners, the project has moved forward dramatically in recent months:

• As mentioned above, the first major implementation project for the Middle Branch Waterfront, the $20 million Middle Branch Fitness & Wellness Center at Cherry Hill, will break ground in the spring or summer.

• An astonishing $1.25 million was raised in State funds during the General Assembly, bringing the amount raised in the past six months to $2 million.

• The scope and fee for the Middle Branch Master Plan design process were completed, with a contract expected to be approved by the Board of Estimates in the next quarter. The contract will authorize the first phase of design under a slimmed-down scope of work, focusing on building a pipeline of capital projects.

• The Gwynns Falls Trash Wheel remains on track for installation by the summer. • SBGP’s Enhanced Services program continues to make ongoing improvements

to Middle Branch Park and other public spaces within the Middle Branch study area.

In response to the COVID-19 pandemic, the overall project scope has been focused and may continue to shift slightly, sharpening its emphasis on a pipeline of implementable capital projects. In addition, SBGP continues to separately fund ongoing implementation efforts, such as the Gwynns Falls Trash Wheel design and others funded through SBGP’s continued Enhanced Services and Community Grants programs.

3. CDC Operating Support Fund In FY19, SBGP set aside $900,000 to provide operating funds to local Community Development Corporations (CDCs) working to develop real estate in accordance with neighborhood aspirations. In the past quarter, SBGP continued administering three funding awards – three $300,000 Operating Support Fund awards to the Cherry Hill Development Corporation (CHDC), to Southwest Partnership (SWP) (in partnership with Pigtown Main Street), and to the Westport Community Economic Development Corporation (WCEDC) for its Harbor West Collaborative effort. While development projects have slowed due to the COVID-19 pandemic, these CDCs (in partnership with other community organizations) are leading the neighborhood-level response to COVID-19, including establishing and coordinating aid distribution. As a result, SBGP’s investment in operating support is already paying off in unplanned ways. This pandemic experience demonstrates the profound importance of building a network of robust, professional neighborhood institutions.

4. South Baltimore GO! and Lyft Grocery Access Pilot During the last quarter, SBGP continued administering the Lyft Grocery Access Pilot in South Baltimore with funding from the Local Development Council and as a collaboration among the Baltimore City Department of Health, Baltimore City Department of Planning, Family Health Centers of Baltimore, and Lyft. Over the course


of the pilot, SBGP was to test how rideshare technology can best serve residents, study data on how riders used the program, and learn from them what they did and did not like about it. Separately, SBGP had been working with Lyft, SB7 and other partners on its own South Baltimore GO!, an innovative pilot program to connect residents with grocery stores, hospitals, and major employment centers by providing subsidized flat-rate Lyft fares. At the end of the Grocery Access Pilot, SBGP was to use the data and lessons learned to determine whether to (a) move forward with a more prescriptive South Baltimore GO! focused on specific destinations, like grocery stores; (b) move forward with a more flexible South Baltimore GO! that provides users with greater flexibility; or (c) hold off on the South Baltimore GO! effort and focus SBGP resources on other topics. Because of the interruption of SBGP funding due to COVID-19 and the closure of the Maryland casinos, the SBGP Board agreed at its March 2020 Board meeting to cancel South Baltimore GO! so SBGP could focus those resources elsewhere, including on COVID-19 response. During the next quarter, SBGP expects to coordinate with the City to make a determination regarding whether to continue or cancel the Grocery Access Pilot.

5. Projects in Development SBGP also continued developing new Transformational Projects. Having committed $900,000 to support local CDCs, SBGP continued to evaluate the need for a large capital fund to cover predevelopment costs for innovative community-driven development projects in the District, as well as how best to administer such a fund. SBGP has spoken with nonprofit CDFIs with experience evaluating urban development projects in order to find a partner who could help to responsibly administer such a program. Although the project is currently on hold due to COVID-19, SBGP plans to continue to assess and develop this proposal, possibly on a smaller scale initially, as it could prove even more important in the future to address community economic development needs and COVID-19 recovery.

D. Overhead and Administration

1. Human Resources and Administration During the last quarter, SBGP continued planning for future organizational needs and structure consistent with the FY20 Financial Plan. This included continuing to work with an HR and compensation consultant to research best practices and develop a comprehensive compensation plan for the organization to ensure fair, competitive and ethical compensation practices, as well as to retain (and attract when necessary) its professional, experienced and skilled employees. In addition, SBGP continued assessing and reviewing its security and risk management practices. Over the last year, SBGP took many steps to improve security,


including adding cyber and crime insurance coverages, adding an IT component to the FY19 financial audit, adding an account verification service to its banking tools, and continuing to strengthen its human infrastructure through better policies and procedures. After conducting an IT needs assessment and interviewing IT services firms, during the last quarter SBGP engaged a firm to help improve SBGP’s IT infrastructure and cyber security as well as provide help desk support and other IT managed services. The importance of this work was underscored by the fact that, as it was underway over the last year, SBGP was the target of a cyber security issue. Thankfully, due to established policies and observant staff members, SBGP quickly discovered and addressed the issue before it could escalate. A small amount of funds was lost, which SBGP was not able to recover. However, in response to the issue, SBGP adopted additional security procedures, accelerated the IT needs assessment and exploration of technical solutions (which were already underway), and looked forensically at past transactions to confirm there were no additional, undiscovered issues. The SBGP Board Chair and Treasurer received a full report on the issue, the full SBGP Board received a summary report, and SBGP continues to assess additional security and risk management measures on an ongoing basis.

2. Finance

a. Fiscal Management and Procedures During the last quarter, SBGP continued to review its financial position, financial activity, and related procedures with its Finance Committee and Board of Directors. SBGP also continued exploring cash management strategies to ensure the organization’s deposits are secure as well as earning the highest yield possible in a prudent and responsible manner. After reviewing several cash management strategies, the Finance Committee agreed to open a new money market account, in addition to SBGP’s operating account, to enhance the security and yield of SBGP’s deposits.

b. Update on the FY20 Financial Plan While FY20 revenues to date are ahead of budget and slightly higher year-over-year compared to previous fiscal years, SBGP now expects revenues to come in under budget due to the COVID-19 pandemic, closure of the Maryland casinos, and interruption in SBGP funding. As of March 31, 2020, SBGP had accrued approximately $5.1 million of revenues and is only projecting modest additional revenues from interest income during the remainder of FY20. Consequently, the SBGP Board approved a revised FY20 Financial Plan (Budget) at its March 2020 meeting based on revised revenues projection. The reduction in revenues was balanced by cancelling the $1 million previously encumbered for the South Baltimore GO! pilot and reducing the planned capital fund request in development by $1 million. These Transformational Projects reductions not only cover the budget gap for FY20 but also provide approximately $700,000 for initial COVID-19 response


projects. However, the Finance and Executive Committees will be regularly reevaluating SBGP’s financial position, and may recommend further changes to the FY20 Financial Plan as a result. Total expenses are under budget to date with overhead expenses approximately in line with budget, and program expenses under budget but higher year-over year compared to previous fiscal years. That said, SBGP anticipates that the rest of the fiscal year will be highly fluid, and will adjust its plans in real time as events unfold. As of March 31, 2020, SBGP had $10,434,324 assigned/encumbered for projects underway and in development, and $665,165 set aside for FY20 and FY21 overhead and indirect program expenses, since it is not yet clear when the casinos will reopen and funding will resume. (For accounting purposes, these funds are shown as unassigned/unencumbered in the current fiscal year, but the intent is to hold them for safe keeping until the next fiscal year). SBGP has budgeted/allocated its revenues for FY20, and remains committed to expending those funds according to its revised budget and investing in its communities. See the ‘Update on the FY20 Financial Plan (Financial Statements)’ exhibit for the full revised FY20 financial plan (budget) and financial statements for SBGP as of and for the month and nine months ended March 31, 2020.

c. FY21 Financial Plan SBGP held its annual Spring Public Meeting on March 11, 2020 and invited members of the general public to provide feedback on SBGP’s proposed FY21 Financial Plan (budget) and general performance. Approximately five members of the public attended in addition to several SBGP staff members. The FY21 Financial Plan was also provided to the Local Development Council for comment. SBGP’s FY21 Financial Plan was then adopted by SBGP’s Board of Directors on March 18, 2020 and submitted to SBGP’s assigned liaison in the Mayor’s Office on March 31, 2020 for submission to the Board of Estimates. Approval by the Board of Estimates is pending. Due to the COVID-19 pandemic, closure of the Maryland casinos, and interruption in SBGP funding, the budget includes just $5.025 million in revenues, reflecting a significant decrease in budgeted revenues compared to the actual FY18 and FY19 revenues but approximately in line with expected FY20 revenues. Program expenses are budgeted to be 89.43 percent of total expenses, and operating expenses are budgeted to be just 10.57 percent of total expenses and to decline compared to FY20, showing that SBGP remains committed to keeping overhead costs low and investing directly in its communities. SBGP has not budgeted to reserve additional emergency reserves, since it already has $900,000 in emergency reserves and expects revenues to be lower than previous years. While the FY21 budget is more conservative than prior year budgets, the SBGP Board acknowledged that the impact of the COVID-19 pandemic on the economy and SBGP’s funding remains relatively speculative. As a result, when it approved the FY21 budget, the SBGP Board also charged the Finance Committee and staff with


reviewing the FY21 budget on a roughly monthly basis and proposing revisions as appropriate as more information becomes available regarding the duration of the funding interruption. As of the writing of this report, the Finance Committee had already met three times since the budget approval and will continue to regularly review and refine SBGP’s financial plans in the coming months. (See the ‘FY21 Financial Plan (Budget)’ exhibit for the entire FY21 Financial Plan.)

3. Communications and Outreach SBGP continued communications and outreach efforts to engage with the communities in the District and respond to their needs during the last quarter. The Communications and Outreach Specialist continued attending community and stakeholder meetings and events through early March, and has since been reaching out to community leaders by phone and email, so that residents and others have an easy way to get in touch with SBGP. SBGP also continued refreshing its website, increasing its social media presence, and sending regular e-newsletters to share important and timely information with stakeholders. SBGP also continued publishing “Community Currents,” its quarterly e-newsletter featuring highlights from the past quarter and upcoming items, including a special edition highlighting community resources in response to COVID-19.

4. Program Management, Compliance, and Evaluation SBGP continued to build and improve its program management, compliance, and evaluation infrastructure and capacity during the last quarter. SBGP continues to utilize project management software and explore additional workflow needs and solutions to streamline program management and administration. In addition, the SBGP Board held a detailed conversation about safety and risk management in the last quarter. The Governance and Nominating Committee is scheduled to continue the discussion and work on SBGP’s organizational approach to safety during the next quarter.

a. MBE/WBE Participation Following Board of Estimates approval of SBGP’s FY20 Financial Plan, the organizational overhead budget was submitted to the MWBOO in June 2019 for the purposes of calculating the organization’s MBE/WBE participation goals for its FY20 overhead expenses. The final participation goals were received in November 2019, and SBGP has begun tracking and documenting its compliance with those goals. The necessary documentation will be submitted to the MWBOO in the coming quarters once the goals are met and documentation is finalized. SBGP also continues to submit its program project budgets that are $50,000 and greater to the MWBOO for determination of individual program and project MBE/WBE participation goals. For any projects with MBE/WBE goals, SBGP also continues


documenting intent to comply, and then compliance, with those goals before closing out projects. However, in accordance with Art. 5 § 28-64(c) of the Baltimore City Code and an Executive Order issued by Mayor Young declaring a State of Emergency in response to the COVID-19 pandemic, SBGP has been submitting emergency MBE/WBE participation waiver requests to the MWBOO as needed for COVID-19 response projects so that measures can be taken in order to protect the health and wellbeing of the citizens of the District as quickly as possible. (It is worth noting that the two master funding agreements between SBGP and BCRP for Enhanced Services that were signed during Fall 2018 clarify the MBE/WBE compliance responsibilities for the two parties. The City assumed primary compliance obligations for any expenditures where SBGP reimburses BCRP for its projects, as well as in situations where BCRP directs SBGP to make specific expenditures on its behalf. However, at the MWBOO’s request, SBGP continues submitting budgets for those projects that are $50,000 and greater for the determination of MBE/WBE goals.) The MWBOO has been responding to the emergency MBE/WBE participation waiver requests quickly. However, as of March 31, 2020, SBGP was awaiting responses to other submissions from late October 2019 forward, including project budgets, compliance documentation, and general questions related to the MWBOO directory and contractor/vendor selection. SBGP continues to seek communication and guidance from the MWBOO regarding the expected timeline for responses and how best to avoid interrupting certain projects underway. While SBGP has not received this information on a consistent basis, it remains committed to working with both the project managers/service providers and the MWBOO to keep projects moving forward and also satisfy any goals and resolve any issues as necessary once the MWBOO responses for those projects are received.

b. Program Evaluation and Performance Measurement The SBGP Strategic Plan calls for SBGP to significantly improve the vitality of the South Baltimore Gateway neighborhoods for all residents. In order to hold SBGP to this high standard, SBGP developed an initial performance measurement system to track and evaluate program activity metrics and social and economic health metrics, which are collected and reported on a quarterly and annual basis, respectively. As it has implemented and mobilized its programs over the last few years, SBGP has also been considering and exploring how to evaluate the impact of its programs and activities. During the first quarter of FY20, SBGP engaged Success Measures, an evaluation group based at NeighborWorks America focused on community development and health-related fields, to help plan and implement an evaluation. During the last quarter, the evaluation planning work continued with the drafting of an outcome map and an evaluation plan for SBGP’s programs and activities. The evaluation plan should be finalized in spring 2020. Next, SBGP and Success Measures were planning to develop and pilot data collection tools in summer 2020 and determine the implementation plan and timeline, which were likely to occur over the next few years. However, the next phases of this project are on hold until SBGP’s funding resumes. Throughout the planning process, Success Measures has been


complementary of SBGP’s thoughtful and organized strategy, program management, and reporting, including its initial performance measurement system. SBGP also tracks its Impact Investments towards MBE/WBE firms, local businesses, nonprofits, and social enterprises. Although most of the information is provided on a voluntary basis and SBGP continues collecting data on new and existing vendors, the report shows that SBGP is making serious efforts to direct its funding towards nonprofit partners, local businesses, MBE/WBE firms, and other Impact Investments consistent with SBGP’s mission. Of $2,287,918 of expenditures in FY20 to date, approximately 49 percent constitute Impact Investments of one form or another. Approximately 76 percent of these Impact Investments went to city-based vendors and 58 percent went to nonprofit vendors. See the ‘Impact Investments Report’ and ‘Program Activity Metrics’ exhibits for more information.


IV. Exhibits

A. Update on the FY20 Financial Plan (Financial Statements) B. FY21 Financial Plan (Budget) C. Impact Investments Report D. Program Activity Metrics E. Summary of Projects

SOUTH BALTIMORE GATEWAY COMMUNITY IMPACT DISTRICT MANAGEMENT AUTHORITY

Financial Statements As of and For the Month and Nine Months Ended March 31, 2020

A. Update on the FY20 Financial Plan (Financial Statements)SBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 21

SOUTH BALTIMORE GATEWAY COMMUNITY IMPACT DISTRICT MANAGEMENT AUTHORITYSTATEMENT OF FINANCIAL POSITION

As of March 31, 2020

Current Assets

Cash and Cash Equivalents 11,360,862$

Intergovernmental Revenue Receivable1 908,639

Total Current Assets 12,269,501

Total Assets212,269,501$

Current Liabilities

Accounts Payable 234,880$

PTO Liability 35,132

Total Current Liabilities 270,012

Fund Balance

Committed3 900,000

Assigned4 10,434,324

Unassigned5 665,165

Total Fund Balance 11,999,489

Total Liabilities and Fund Balance 12,269,501$

Footnotes:1. Due from State for February and March 2020.

5. Unassigned fund balance includes amounts not yet committed, restricted or encumbered/assigned.

ASSETS

LIABILITIES AND NET ASSETS

2. Total Assets of $12,269,501 includes an Intergovernmental Revenue Receivable of $908,639; $10,434,324 of Total Assets is assigned/encumbered for

Community Grants, Enhanced Services and Transformational Projects; and $900,000 is committed by the Board to serve as emergency reserves.

4. Assigned fund balance includes encumbrances made for 1 FY18 Transformational Project totaling $1,000,000; 1 FY19 Transformational Project totaling

$163,524; 5 FY20 Transformational Projects totaling $2,807,992; and $1,092,063 for Transformational Projects in development; 1 FY18 Enhanced Services

totaling $50,000; 8 FY19 Enhanced Services totaling $331,846; 13 FY20 Enhanced Services totaling $811,142; $3,170,785 for Enhanced Services in

development; 1 FY18 grant totaling $33,258; 20 FY19 grants totaling $189,979; 18 FY20 grants totaling $338,049; and $445,686 for Community Grants in

development. Funds budgeted for Community Grants, Enhanced Services, and Transformational Projects are encumbered for projects in development. Those

funds are then encumbered for specific Community Grants and Transformational Projects following Board approval, and for specific Enhanced Services once a

contract is executed for those services.

3. Committed fund balance includes $900,000 that serves as an emergency reserve. This represents five percent of the budgeted revenues for FY18, FY19, and

FY20. SBGP has established a target reserve of approximately $1.5 million, which would cover overhead and program expenses for three months or overhead

and 50 percent of program expenses for six months. SBGP will reserve approximately 5 percent of revenues, or $300,000, each year as long as the organization

has the funds to do so while maintaining a healthy financial position. It is estimated to take SBGP until at least FY 2022 or 2023 to reach the target reserve.

No attest assurance is provided.

-2-


SOUTH BALTIMORE GATEWAY COMMUNITY IMPACT DISTRICT MANAGEMENT AUTHORITYSTATEMENTS OF ACTIVITIES

For the Month and Nine Months EndedMarch 31, 2020

Month of Nine Months Ended Revised Variance to YTD Original

March 2020 March 2020 Budget FY2017 Revised Budget FY20 Budget FY20

REVENUES

Intergovernmental Revenue (Local Impact Funding) $ 280,091 $ 4,985,568 $ 4,905,477 $ 1,306,460 $ 6,250,000

Interest Income14 974 93,253 96,112 21,169 60,000

City Pass Through Funding16 - 33,000 33,000 8,250 -

Total Revenues 281,065 5,111,821 5,034,589 1,335,879 6,310,000

PROGRAM EXPENSES

Community Grants6 46,009 702,692 705,632 (173,468) 941,470

Salaries and Benefits7 14,042 134,033 230,011 38,475 230,011

Other Program Expenses8 7,382 19,841 24,205 (1,687) 24,205

Enhanced Services9 252,875 1,278,291 2,339,632 476,433 1,412,205


Other Program Expenses8 334 1,196 11,200 7,204 11,200

Transformational Projects10 20,639 211,485 386,675 78,521 2,353,675


Other Program Expenses8 1,853 73,079 100,000 1,921 100,000

Total Program Expenses 359,693 2,566,265 4,093,372 503,764 5,368,783

Net Revenue after Program Expenses (78,628) 2,545,556 941,217 832,115 941,217

OVERHEAD EXPENSES

Accounting11 3,000 34,997 50,000 2,503 50,000

Audit Fee1 - 11,275 11,275 (2,819) 11,275

Bank Fees 562 4,463 3,000 (2,213) 3,000

Business Meals and Entertainment 270 3,593 4,500 (218) 4,500

Equipment - - 5,000 3,750 5,000

Insurance2 308 23,436 25,000 (4,686) 25,000

Legal Fees - 7,011 15,000 4,239 15,000

Marketing and Communications 227 1,395 30,000 21,105 30,000

Miscellaneous 33 5,153 1,000 (4,403) 1,000

Printing and Copying - 444 1,500 681 1,500

Professional Services15 2,967 23,377 100,800 52,223 100,800

Rent and Utilities3 2,450 22,050 30,000 450 30,000

Salaries and Staff Benefits4 18,922 220,978 309,342 11,029 309,342

Staff Training and Development - 5,254 12,000 3,746 12,000

Supplies 839 5,052 8,000 948 8,000

Travel and Meetings13 306 3,081 5,000 669 5,000

Telecommunication5 300 2,700 4,800 900 4,800

Contingency Funds - - 25,000 18,750 25,000

Total Overhead Expenses 30,184 374,259 641,217 106,654 641,217

Total Expenses 389,877 2,940,524 4,734,589 610,418 6,010,000

Change in Net Assets (108,812) 2,171,297 300,000 938,769 300,000

Fund Balance, March 1, 2020 and July 1, 2019, respectively 12,108,301 9,828,192 9,832,597 9,832,597 9,832,597

Fund Balance, March 31, 202012 $ 11,999,489 $ 11,999,489 $ 10,132,597 $ 10,771,366 $ 10,132,597

Footnotes:

13. Includes stipends to staff for work-related transportation.

15. Includes web development/maintenance, program evaluation, and compensation consultant services.

16. Pass through funding from the City for implementation of the grocery access rideshare program pilot within the South Baltimore Project Area.

2. Includes annual premiums for commercial insurance policies.

1. For the FY19 audit, SBGP engaged a City-certified MBE firm for $11,275.

3. SBGP signed a 12-month lease on a private office in a co-working space beginning in May 2019. The lease will renew for another 12 months in May 2020.

8. Include miscellaneous indirect program expenses, including funds for a technical assistance program for grantees, a cloud-based application and submission solution, a philanthropy association membership, part time consultant services for Transformational Projects, and meeting expenses.

9. Enhanced Services include expenses related to 2 FY18, 23 FY19, and 14 FY20 projects. Funds budgeted for Enhanced Services are encumbered for projects in development. Those funds are then encumbered for specific Enhanced Services once a contract is executed for those services and then expensed when payment requests are received and payable. See Quarterly Report narrative and summary of projects for additional detail.

5. Includes reimbursements for staff use of personal phones.

10. Transformational Projects include expenses related to 1 FY18, 1 FY19, and 2 FY20 projects. Funds budgeted for Transformational Projects are encumbered for projects in development. Those funds are then encumbered for specific Transformational Projects following Board approval and then expensed when payment requests are received and payable. See Quarterly Report narrative and summary of projects for additional detail.

11. Fees for third-party accounting services. The contract with C.E.A. Scholtes & Associates includes hourly rates.

17. In October 2019, $235,838 was transferred from Community Grants to Enhanced Services for the management of several targeted, Board-approved Community Grants as part of the Enhanced Services portfolio. In March 2020, due to the economic impacts of the COVID-19 pandemic, including the temporary closure of Maryland casinos, the original budget was further revised: savings from Transformational Projects offset reduced revenues and were transferred to Enhanced Services for COVID-19 response projects.

12. $900,000 is committed/restricted by the Board to serve as emergency reserves for future years to protect against potential funding fluctuations. This represents five percent of the budgeted revenues for FY18, FY19, and FY20. SBGP has established a target reserve of approximately $1.5 million, which would cover overhead and program expenses for three months, or overhead and 50 percent of program expenses for six months. SBGP will reserve approximately 5 percent of revenues, or $300,000, each year as long as the organization has the funds to do so while maintaining a healthy financial position. It is estimated to take SBGP until at least FY 2022 or 2023 to reach the target reserve.

14. Interest earned on the value of certain SBGP accounts.

4. Include salaries and benefits for operations employees.

6. Community Grants include expenses related to 12 FY18, 35 FY19, and 7 FY20 grants. Funds budgeted for Community Grants are encumbered for projects in development. Those funds are then encumbered for specific Community Grants following Board approval of funding awards two times each fiscal year – awards for the Summer application cycle are approved in the Fall, and awards for the Winter application cycle are approved in the Spring – and then expensed when grant draw/payment requests are received and payable. See Quarterly Report narrative and summary of projects for additional detail.

7. Include salaries, wages and benefits for program employees.

No attest assurance is provided.

-3-


SOUTH BALTIMORE GATEWAY COMMUNITY IMPACT DISTRICT MANAGEMENT AUTHORITYPROPOSED FINANCIAL PLAN (BUDGET)

For the Year Ending June 30, 2021

Year Ended Year Ended Orig. Approved Proposed % ofJune 30, 2018 June 30, 2019 Budget FY20 Budget FY21 Budget Comments

REVENUESIntergovernmental Revenue (Local Impact Funding) $ 6,470,565 $ 6,998,876 $ 6,250,000 5,000,000$ MD Racing Commission suggested budgeting revenues based on the last 12 months of actual revenues: SBGP received $6.47 million for FY

18, $7.00 for FY19, and $7.14 million for the last 12 months (Feb. 2019 - Jan. 2020); however, SBGP has revised budgeted revenues down due to the potential continued economic impacts of COVID-19

Interest Income - 100,787 60,000 25,000 Interest earned on certain SBGP accounts; assumes SBGP earns $2,000/month due to the potential continued economic impacts of COVID-19; SBGP has been earning approx. $11,500/month

Total Revenues 6,470,565 7,099,663 6,310,000 5,025,000

PROGRAM EXPENSESCommunity Grants 252,875 756,008 941,470 799,319 20% of Direct Program Expenses

Salaries and Benefits - 126,679 230,011 167,801 Salaries, wages and benefits for Community Grants employeesOther Program Expenses 25,514 37,686 24,205 17,676 For Submittable software, MD Philanthropy Network membership, Program Committee meetings, other

Enhanced Services 564,713 1,152,445 1,412,205 1,198,979 30% of Direct Program ExpensesSalaries and Benefits - 117,914 210,766 160,939 Salaries and benefits for Enhanced Services employeesOther Program Expenses 547 4,730 11,200 5,000 For meetings, stipends, uniforms, other

Transformational Projects - 100,000 2,353,675 1,998,298 50% of Direct Program ExpensesSalaries and Benefits - 42,704 85,251 66,022 Salaries and benefits for Transformational Projects employeesOther Program Expenses 262 65,891 100,000 80,000 For Transformational Projects consulting, Strategic Planning Committee meetings, other meetings, otherTotal Program Expenses 843,911 2,404,057 5,368,783 4,494,034 89.43%

Net Revenue after Program Expenses 5,626,654 4,695,606 941,217 530,966

OVERHEAD EXPENSESAccounting - 36,520 50,000 50,000 For third-party accounting servicesAudit Fee 7,500 11,000 11,275 11,500 For FY20 financial audit Consulting - 175 - - Bank Fees 747 4,340 3,000 5,500Business Meals and Entertainment - 3,118 4,500 5,750 For Board of Directors and other Board Committee and business meetings Equipment 800 2,427 5,000 3,800 Includes funds for computers, other furniture/equipment Fiscal Agent 148,298 176,765 - - Insurance 17,927 18,673 25,000 27,500 Annual premiums for commercial insurance policies Legal Fees 6,424 12,085 15,000 15,000Marketing and Communications 546 12,606 30,000 5,000 For SBGP signage and schwag, job and other advertising, events, design work, professional writing Miscellaneous 536 539 1,000 7,500 Includes postage and mailing, Labor Law posters, subscriptions to the Batimore Sun and Baltimore Business Journal, other miscellaneous

Postage and Mailing - 19 - - Printing and Copying 146 869 1,500 1,000 Includes business cards, miscellaneous outsourced printing and copying Professional Services 9,000 - 100,800 - Work associated with the multi-year (FY20-24) Program Evaluation/Performance Measurement services engagement with Success Measures

to complete and implement a program evaluation plan may be delayed due to the continued potential economic impacts of COVID-19

Rent and Utilities 9,047 12,771 30,000 29,400 Includes 12-month (continued) lease on office in coworking space Salaries and Staff Benefits 322,819 220,822 309,342 303,424 Salaries, wages and benefits for Operational employeesStaff Training and Development 3,573 891 12,000 - Supplies 2,705 5,786 8,000 7,500 For office supplies, including toner Technology and Support - - - 47,792 Includes software licenses, IT managed services and helpdesk support, professional services for IT special projects, web

development/maintenance and hosting, otherTravel and Meetings 3,507 2,448 5,000 5,500 Includes travel stipends and expenses for employees for work-related transportation Telecommunication 4,200 2,925 4,800 4,800 Includes stipends for employees' use of personal phonesContingency Funds - - 25,000 -

Total Overhead Expenses 537,775 524,779 641,217 530,966 10.57%

Total Expenses 1,381,686 2,928,836 6,010,000 5,025,000

Change in Net Assets 5,088,879 4,170,827 300,000 0 SBGP has agreed to reserve approximately 5 percent of revenues, or $300,000, each year as long as the organization has the funds to do so while maintaining a healthy financial position. SBGP has not budgeted to reserve additional funds in FY21, since it already has $900,000 in emergency reserves and expects revenues to be lower than previous years. SBGP has established a target reserve of approx. $1.5 million, which would cover overhead and program expenses for three months, or overhead and 50 percent of program expenses for six months. It is estimated to take SBGP until at least FY 2022 or 2023 to reach the target reserve.

B. FY21 Financial Plan (Budget) SBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 24

Percent of Percent of Percent of Percent of Percent of Percent ofImpact

InvestmentsTotal Impact

InvestmentsTotal Impact

InvestmentsTotal

TotalVendors 67 144 101 Expenditures 1,115,914$ 2,446,263$ 2,287,918$

Impact InvestmentsVendors 13 54 53 Expenditures 357,013$ 31.99% 1,314,191$ 53.72% 1,102,114$ 48.17%

MBE/WBEVendors 3 9 7Expenditures 38,937$ 10.91% 3.49% 174,214$ 13.26% 7.12% 49,432$ 4.49% 2.16%

Local Business EnterprisesVendors 13 45 46Expenditures 357,013$ 100.00% 31.99% 1,170,504$ 89.07% 47.85% 981,879$ 89.09% 42.92%

DistrictVendors 2 9 11Expenditures 22,485$ 6.30% 2.01% 145,156$ 11.05% 5.93% 251,839$ 22.85% 11.01%

Other Baltimore CityVendors 7 23 26Expenditures 285,445$ 79.95% 25.58% 629,051$ 47.87% 25.71% 582,059$ 52.81% 25.44%

Other Greater BaltimoreVendors 4 13 9Expenditures 49,084$ 13.75% 4.40% 396,297$ 30.16% 16.20% 147,981$ 13.43% 6.47%

Other Impact InvestmentVendors 10 38 46Expenditures 332,858$ 93.23% 29.83% 1,006,309$ 76.57% 41.14% 930,678$ 84.44% 40.68%

501(c)(3) NonprofitVendors 5 23 30Expenditures 278,620$ 78.04% 24.97% 770,886$ 58.66% 31.51% 636,159$ 57.72% 27.81%

Social Enterprises (e.g. B Corporations)Vendors 0 1 0Expenditures -$ 0.00% 0.00% 12,111$ 0.92% 0.50% -$ 0.00% 0.00%

Other (e.g. small businesses)Vendors 5 14 16Expenditures 54,237$ 15.19% 4.86% 223,312$ 16.99% 9.13% 294,519$ 26.72% 12.87%

FY18 (Cash Accounting)* FY19 (Cash Accounting)* FY20 (Cash Accounting)*

* Impact Investments do not include those paid by credit card; SBGP's actual Impact Investments are therefore higher than indicated on this report

C. Impact Investments ReportSBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 25

WESTERN SECTOR1,858,148$ EASTERN SECTOR

17% 2,817,524$ 26%

SOUTHERN SECTOR5,999,140$

56%

SBGP Projects Encumbered To Date, By Sector*as of 03/31/2020

D. Program Activity MetricsSBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 26

# SBGP Funding % of Total Expended % CompleteFY20 44 $4,310,360 100% $353,178 8%FY19 98 $3,513,477 100% $2,828,129 80%FY18 67 $2,600,975 100% $1,567,717 60%To Date 213 $10,674,812 100% $4,999,023 47%

# SBGP Funding % of Total Expended % Complete # SBGP Funding % of Total Expended % CompleteFY20 21 $368,587 9% $30,538 8% FY20 13 $3,084,551 72% $33,803 1%FY19 52 $954,444 27% $764,465 80% FY19 50 $2,022,747 58% $1,693,797 84%FY18 53 $949,830 37% $916,572 96% FY18 43 $2,044,478 79% $1,011,220 49%To Date 126 $2,272,860 21% $1,711,574 75% To Date 107 $7,251,776 68% $2,838,819 39%

# SBGP Funding % of Total Expended % Complete # SBGP Funding % of Total Expended % CompleteFY20 18 $1,108,773 26% $297,631 27% FY20 19 $2,031,163 47% $296,695 15%FY19 45 $2,259,033 64% $1,927,188 85% FY19 25 $837,110 24% $675,492 81%FY18 12 $501,145 19% $501,145 100% FY18 18 $576,977 22% $576,977 100%To Date 79 $4,118,951 39% $2,975,964 72% To Date 62 $3,445,251 32% $1,549,164 45%

# SBGP Funding % of Total Expended % Complete # SBGP Funding % of Total Expended % CompleteFY20 5 $2,833,000 66% $25,008 1% FY20 24 $2,775,328 64% $43,015 2%FY19 1 $300,000 9% $136,476 45% FY19 45 $1,311,348 37% $985,297 75%FY18 2 $1,150,000 44% $150,000 13% FY18 29 $1,687,390 65% $687,390 41%To Date 8 $4,283,000 40% $311,485 7% To Date 101 $5,924,066 55% $1,865,702 31%

# SBGP Funding % of Total Expended % CompleteFY20 9 $2,475,682 57% $16,294 1%FY19 16 $531,720 15% $456,716 86%FY18 16 $1,444,634 56% $444,634 31%To Date 41 $4,452,036 42% $917,644 21%

ENHANCED SERVICES ENVIRONMENTAL SUSTAINABILITY (ES)

TRANSFORMATIONAL PROJECTS HEALTH & WELLNESS (H&W)

COMMUNITY DEVELOPMENT & REVITALIZATION (CD&R)

OVERLAP*

*Note that the sums of the figures for the three strategic priority areas are greater than the totals or 100%. This is because certain grants, services and projects address more than one strategic priority.

ALL PROGRAMS:

PROGRAM AREAS: STRATEGIC PRIORITY AREAS:

COMMUNITY GRANTS


# SBGP Funding % of Total Expended % CompleteFY20 21 368587 9% 30538.14 8%FY19 52 $954,444 27% $764,465 80%FY18 53 $949,830 37% $916,572 96%To Date 126 $2,272,860 21% $1,711,574 75%

# SBGP Funding % of Grants Expended % CompleteFY20 14 $62,577 17% $15,312 24%FY19 29 $132,603 14% $114,617 86%FY18 34 $143,738 15% $143,738 100%To Date 77 $338,919 15% $273,667 81%

# SBGP Funding % of Grants Expended % CompleteFY20 3 $95,515 26% $14,731 15%FY19 13 $467,853 49% $340,805 73%FY18 9 $243,908 26% $243,908 100%To Date 25 $807,276 36% $599,444 74%

# SBGP Funding % of Grants Expended % CompleteFY20 3 $210,000 57% $0 0%FY19 5 $343,628 36% $298,684 87%FY18 7 $473,892 50% $440,634 93%To Date 15 $1,027,520 45% $739,317 72%

# SBGP Funding % of Grants Expended % CompleteFY20 1 $495 0% $495 100%FY19 5 $10,360 1% $10,360 100%FY18 3 $88,291 9% $88,291 100%To Date 9 $99,145 4% $99,145 100%

COMMUNITY GRANTS:

GRANT TIERS:

SMALL (1/S)

MEDIUM (2/M)

LARGE (3/L)

DISCRETIONARY (D)


Third Party Provider Project Title Grant Cycle

Grant Tier

Project Status

SBGP Funding Amount

SBGP Funding Expended

Community Grants (FY 2018)Jesus Our Redeemer/Lee Street Memorial Ba Native Garden & Sidewalk Beau 1 1/S Cancelled -$ -$ Live Baltimore / Fed Hill Prep Federal Hill Prep "Riding to 1 1/S Cancelled -$ -$ Ridgely's Delight Association Rededication Celebration & Pi 1 1/S Complete 1,400.00$ 1,400.00$ Digital Harbor / Fed Hill Community Assoc Project RELATE 1 1/S Complete 3,213.54$ 3,213.54$ Citizens of Pigtown (aka Southwest Commun COP Movies in the Park 1 1/S Complete 3,543.98$ 3,543.98$ Sit and Fit Sit and Fit Arts and Crafts P 1 1/S Complete 3,806.99$ 3,806.99$ Leadenhall Baptist Church Community Eat Together 1 1/S Complete 4,000.00$ 4,000.00$ Citizens of Pigtown (aka Southwest Commun Marketing Support and Outreac 1 1/S Complete 4,194.68$ 4,194.68$ Lakeland STEAM Center Community Zumba Classes 1 1/S Complete 4,234.86$ 4,234.86$ GiveFit / Lakeland Rec Center Free Group Fitness Classes Bu 1 1/S Complete 4,429.07$ 4,429.07$ Cherry Hill Development Corporation Cherry Hill Information Excha 1 1/S Complete 4,878.91$ 4,878.91$ Lakeland Coalition Community Green and Clean Tea 1 1/S Complete 4,881.29$ 4,881.29$ Fishes & Loaves Pantry, Inc. Fishes and Loaves Mobile Pant 1 1/S Complete 4,997.36$ 4,997.36$ BOPA Middle Branch Park Public Art 1 1/S Complete 5,000.00$ 5,000.00$ Citizens of Pigtown (aka Southwest Commun COP Main Street Festival 1 1/S Complete 5,000.00$ 5,000.00$ Federal Hill Main Street Federal Hill Main Street Medi 1 1/S Complete 5,000.00$ 5,000.00$ Federal Hill South Neighborhood Associati TreeUp South Baltimore 1 1/S Complete 5,000.00$ 5,000.00$ Federal Hill South Neighborhood Associati Parking Pass Pickup Event 1 1/S Complete 5,000.00$ 5,000.00$ Gods Best Family Inc. South Baltimore Youth Footbal 1 1/S Complete 5,000.00$ 5,000.00$ Pigtown Community Garden Solidifying Pigtown Community 1 1/S Complete 5,000.00$ 5,000.00$ Restoring Inner City Hope (RICH) Prayer Walk, 8/12/2017 1 1/S Complete 5,000.00$ 5,000.00$ Southwest Baltimore Charter School (SWBC) 21st Century Auditorium 1 1/S Complete 5,000.00$ 5,000.00$ Southwest Baltimore Charter School / Ches Sowebo Landmark 5k - 2017 1 1/S Complete 5,000.00$ 5,000.00$ South Baltimore Partnership South Baltimore Sustainabilit 1 2/M Complete 10,000.00$ 10,000.00$ United Way United Way Homelesness Preven 1 2/M Complete 48,000.00$ 48,000.00$ Center Stage / BOPA Center Stage in the Park 1 3/L Cancelled -$ -$ Westport Community Economic Development C Westport Community Land Trust 1 3/L Complete 49,046.38$ 49,046.38$ Cherry Hill Development Corporation Operating Expenses/Capacity B 1 3/L Complete 50,000.00$ 50,000.00$ Living Classrooms Foundation SLURRP (School Leadership in 1 3/L Complete 89,999.80$ 89,999.80$ Youth Resiliency Institute (Fusion Partne Cherry Hill Arts and Music Fe 1 3/L Complete 99,873.95$ 99,873.95$ Habitat for Humanity Habitat for Humanity Pigtown 1 3/L Active 100,000.00$ 66,742.00$ Church of the Advent Accessibility Ramp/s 2 1/S Cancelled -$ -$ Ridgely's Delight Association National Night Out Picnic 2 1/S Complete 427.87$ 427.87$ Ridgely's Delight Association, Inc South Baltimore Softball Clas 2 1/S Complete 1,864.90$ 1,864.90$ Lakeland Coalition Green and Clean Team Movies in the Park 2018 2 1/S Complete 1,868.20$ 1,868.20$ EndsideOut Turn Your Health Inside Out 2 1/S Complete 3,000.00$ 3,000.00$ South Baltimore Partnership Summer Outdoor Events 2 1/S Complete 3,000.00$ 3,000.00$ South Baltimore Partnership Senior Committee 2 1/S Complete 4,998.28$ 4,998.28$ Boys & Girls Clubs of Metropolitan Baltim Westport BGCMB After School P 2 1/S Complete 4,998.62$ 4,998.62$ LET'S GO Boys and Girls, Inc LET'S GO Westport STEM Progra 2 1/S Complete 4,999.90$ 4,999.90$ Cherry Hill Ministerial Alliance Community-Wide Thanksgiving D 2 1/S Complete 5,000.00$ 5,000.00$ Cherry Hill United Methodist Church Cherry Hill UM Church Soup Ki 2 1/S Complete 5,000.00$ 5,000.00$ Fishes & Loaves Pantry, Inc. Lakeland/Mt. Winans/Westport 2 1/S Complete 5,000.00$ 5,000.00$ Pigtown Main Street Inc. Bloom the Boulevard 2 1/S Complete 5,000.00$ 5,000.00$ Teach For America Baltimore Lakeland Elementary/Middle Sc 2 1/S Complete 5,000.00$ 5,000.00$ Civic Works Baltimore Orchard Project 2 2/M Complete 10,000.00$ 10,000.00$ Pigtown Main Street Inc. Clean & Green Team 2 2/M Complete 15,000.00$ 15,000.00$ Blue Water Baltimore Community Development in Cher 2 2/M Complete 25,000.00$ 25,000.00$ Living Classrooms Foundation BEE SMART (Baltimore Environm 2 2/M Complete 25,000.00$ 25,000.00$ Lakeland Elementary/Middle School Early Childhood Playground 2 2/M Complete 29,908.32$ 29,908.32$ The Marching Elite Foundation March on Wheels 2 2/M Complete 31,000.00$ 31,000.00$ Southwest Partnership, Inc. Pigtown Renaissance 2 2/M Complete 50,000.00$ 50,000.00$ Federal Hill Main Street FHMS Program Initiatives 2 3/L Complete 35,000.00$ 35,000.00$ The Cherry Hill Eagles Foundation Youth Programming & General O 2 3/L Complete 49,971.80$ 49,971.80$ Spelman Road Gentleman's Club Spelman Road Gentleman's Club N/a D Complete 1,045.00$ 1,045.00$ Cherry Hill Homes Tenant Council Holiday Party N/a D Complete 1,245.90$ 1,245.90$ Associated Catholic Charities, Inc. Baltimore City Head Start Sum N/a D Complete 86,000.00$ 86,000.00$ Community Grants (FY 2019)South Baltimore Learning Center (SBLC) SBLC: Learning Works 3 1/S Complete 562.50$ 562.50$ Spelman Road Gentleman's Club Spelman Road Gentleman's Club 3 1/S Complete 1,941.03$ 1,941.03$

E. Summary of ProjectsSBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 29


Grant Tier

Project Status

SBGP Funding Amount


Cherry Hill Community Alumni Board The Harvest Fest 3 1/S Complete 4,528.06$ 4,528.06$ Baltimore Community ToolBank Inventory Enhancements in Res 3 1/S Complete 4,988.58$ 4,988.58$ Fishes & Loaves Pantry, Inc. South Baltimore Mobile Pantry 3 1/S Complete 4,995.01$ 4,995.01$ Federal Hill South Neighborhood Associati Parking Pass Pickup Event/Bas 3 1/S Complete 5,000.00$ 5,000.00$ Leadenhall Baptist Church Community Eating Together Exp 3 1/S Complete 5,000.00$ 5,000.00$ LET'S GO Boys and Girls, Inc LET’S GO STEM: College and Ca 3 1/S Complete 5,000.00$ 5,000.00$ Pigtown Food For Thought Empowering Carroll Street Com 3 1/S Complete 5,000.00$ 5,000.00$ South Baltimore Partnership A Slice of Historic Sharp Lea 3 1/S Complete 5,000.00$ 5,000.00$ Southwest Baltimore Charter School (SWBC) Sowebo Landmark 5k - 2018 3 1/S Complete 5,000.00$ 5,000.00$ Teach For America Baltimore Lakeland Elementary/Middle Sc 3 1/S Complete 5,000.00$ 5,000.00$ Federal Hill South Neighborhood Associati TreeUp 2018-19 3 1/S Active 5,000.00$ 2,763.84$ Pigtown Community Garden Sustainability and Safety at 3 1/S Active 5,000.00$ 2,755.38$ South Baltimore Partnership SBP Junior Green Team 3 1/S Active 5,000.00$ 4,944.34$ Enoch Pratt Free Library Washington Village Library Re 3 2/M Cancelled -$ -$ Federal Hill Main Street FHMS Clean & Green Intiative 3 2/M Complete 36,500.00$ 36,500.00$ Pigtown Main Street Inc. Big Pigtown Projects = Big Pi 3 2/M Active 49,400.00$ 49,310.00$ Healthy Neighborhoods, Inc. HNI Expansion to Pigtown and 3 2/M Active 50,000.00$ 35,826.18$ Living Classrooms Foundation SLURRP (School Leadership in 3 3/L Complete 50,000.00$ 50,000.00$ Youth Resiliency Institute (Fusion Partne Cherry Hill Youth Arts, Music 3 3/L Active 50,000.00$ 47,881.57$ Paul's Place, Inc. SW Baltimore Culinary Arts Tr 3 3/L Complete 77,503.32$ 77,503.32$ Rails to Trails Conservancy Advancing the Baltimore Green 3 3/L Active 80,170.00$ 37,343.72$ The Kerry Kares Foundation Identity Project 4 1/S Cancelled -$ -$ Thomas Johnson EMS PTO LIVE WELL! A Family Health an 4 1/S Complete 2,157.29$ 2,157.29$ Ridgely's Delight Association Beautificat Roots In Ridgely's 4 1/S Active 3,936.00$ 611.49$ Westport Community Economic Development C Harbor West Collaborative Sun 4 1/S Active 4,500.00$ -$ Safe Streets Cherry Hill Team Building for Youth of Ch 4 1/S Complete 4,995.15$ 4,995.15$ National Wildlife Federation B'More Wild Fest 4 1/S Complete 4,999.82$ 4,999.82$ Fishes & Loaves Pantry, Inc. Fishes and Loaves Community B 4 1/S Complete 5,000.00$ 5,000.00$ LET'S GO Boys and Girls, Inc LET'S GO Westport STEM Progra 4 1/S Complete 5,000.00$ 5,000.00$ Paul's Place, Inc. Paul's Place After-School Pro 4 1/S Complete 5,000.00$ 5,000.00$ Teach for America Baltimore 2019 Teach For America Alumni 4 1/S Complete 5,000.00$ 5,000.00$ Baltimore Community ToolBank Environmental Education & Inv 4 1/S Active 5,000.00$ 3,322.86$ Cherry Hill United Methodist Church Soup Kitchen and Food Pantry 4 1/S Active 5,000.00$ 4,574.71$ South Baltimore Neighborhood Association 2nd Annual SBNA Block Party 4 1/S Active 5,000.00$ 4,157.82$ South Baltimore Partnership South Baltimore Sustainabilit 4 1/S Active 5,000.00$ 2,438.57$ Sowebo Landmark 5K Planning Committee Sowebo Landmark 5k - 2019 4 1/S Active 5,000.00$ 4,880.12$ Pigtown Main Street Inc. Pigtown's Grand Slam Pig!, ev 4 2/M Active 9,000.00$ 4,731.00$ Civic Works Baltimore Orchard Project 4 2/M Complete 13,421.94$ 13,421.94$ Living Classrooms Foundation BEE SMART (Baltimore Environm 4 2/M Complete 14,780.00$ 14,780.00$ Boys & Girls Clubs of Metropolitan Baltim Program & Capacity Building S 4 2/M Complete 34,757.98$ 34,757.98$ NEWfit NEWfit in Southwest Baltimore 4 2/M Active 36,363.60$ -$ Federal Hill Main Street FHMS Business District Cleanl 4 2/M Active 36,787.50$ 23,449.06$ GiveFit Free Group Fitness Classes Bu 4 2/M Active 39,847.00$ 4,108.72$ Institute for Local Self-Reliance Baltimore Composting for Comm 4 2/M Complete 47,499.54$ 47,499.54$ Riverside Neighborhood Association Splash City: Riverside Pool 4 2/M Active 49,500.00$ 44,492.47$ Salem Lutheran Church South Baltimore Riverside Third Space 4 2/M Active 49,995.00$ 31,928.03$ The Cherry Hill Eagles Foundation Cherry Hill Eagles 4 3/L Complete 85,954.90$ 85,954.90$ Citizens of Pigtown Operating Support for GL Insu N/a D Complete 654.00$ 654.00$ Restoring Inner City Hope (RICH) Prayer Walk, 2018 N/a D Complete 1,294.50$ 1,294.50$ Cherry Hill Homes Tenant Council Cherry Hill Family Fun Camp N/a D Complete 1,701.99$ 1,701.99$ Cherry Hill Homes Tenant Council Cherry Hill Tenant Housing Me N/a D Complete 1,915.13$ 1,915.13$ Southwest Partnership, Inc. Pigtown Housing Fair N/a D Complete 4,793.97$ 4,793.97$ Community Grants (FY 2020)God's Best Family Inc. So. Baltimore Unity Feast 5 1/S Complete 1,200.00$ 1,200.00$ Federal Hill Preparatory School Parent Te Fed Hill Prep Programs 5 1/S Active 3,000.00$ -$ Lakeland Elementary Middle School Lakeland Library Reno. 5 1/S Active 3,456.00$ -$ UMBC Foundation Crossing Borders 5 1/S Active 4,950.00$ -$ My G.I.R.L.S., Inc. Champions on the Rise! 5 1/S Active 4,985.00$ 2,500.00$ South Baltimore Partnership (Fusion Partn Senior Committee 5 1/S Active 4,986.00$ -$ Church of the Advent Community Room Project 5 1/S Complete 5,000.00$ 5,000.00$ Baltimore Community ToolBank Networking & Inventory 5 1/S Active 5,000.00$ 4,040.46$



Grant Tier

Project Status

SBGP Funding Amount


Neighbors of Scott Street (Citizens of Pi Scott St. Block Party 5 1/S Active 5,000.00$ -$ Farm Alliance of Baltimore Classes, Demo & Farmstand 5 1/S Active 5,000.00$ 1,000.00$ Resident Services Incorporated Westport Rising Stars 5 1/S Active 5,000.00$ -$ South Baltimore Partnership (Fusion Partn Green Team 5 1/S Active 5,000.00$ -$ SCRAP B-More Community Craft Nights 5 1/S Active 5,000.00$ 1,571.97$ Teach For America Lakeland EMS CM Support 5 1/S Active 5,000.00$ -$ Fishes & Loaves Pantry, Inc. Fishes & Loaves Pantry 5 2/M Active 18,000.00$ 14,730.71$ Maryland Food Bank Pantry on the Go 5 2/M Active 27,520.00$ -$ Baltimore Community Rowing Reach High Rowing 5 2/M Active 49,995.00$ -$ Cherry Hill Development Corporation Patapsco Elementary School 5 3/L Active 50,000.00$ -$ Cherry Hill Eagles Foundation, Inc Cherry Hill Youth Dev. 5 3/L Active 60,000.00$ -$ Black Yield Institute Cherry Hill Agrihood Proj. 5 3/L Active 100,000.00$ -$ Cherry Hill Eagles Foundation Workers Compensation Insurance N/a D Complete 495.00$ 495.00$ Enhanced Services (FY 2017)BCRP Middle Branch Park Boat House N/a N/a Complete 6,000.00$ 6,000.00$ BCRP Gwynns Falls Trail maintenanc N/a N/a Complete 50,000.00$ 50,000.00$ BCRP Middle Branch Boat Launch Rep N/a N/a Complete 94,000.00$ 94,000.00$ Mayor's Office of Employment Development Youthworks Summer Youth Emplo N/a N/a Complete 100,000.00$ 100,000.00$ Enhanced Services (FY 2018)Donovan Landcare fbo Barre Circle Communi Barre Circle Landscaping N/a N/a Complete 6,300.00$ 6,300.00$ TITO Contracting Mount Claire Stable Painting N/a N/a Complete 15,231.77$ 15,231.77$ Waterfront Partnership of Baltimore Robert Baker Park Maintenance N/a N/a Complete 15,422.50$ 15,422.50$ UMBC Foundation Lakeland STEAM Center Stairs N/a N/a Complete 16,275.00$ 16,275.00$ Living Design Lab Carroll Park Rec Center Asses N/a N/a Complete 18,000.00$ 18,000.00$ Otterbein Community Association Landscaping Services - Otterb N/a N/a Complete 27,442.00$ 27,442.00$ Waterfront Partnership of Baltimore Federal Hill Capital Improvem N/a N/a Complete 29,883.86$ 29,883.86$ BCRP Rhythm & Reels N/a N/a Complete 46,000.00$ 46,000.00$ Waterfront Partnership of Baltimore Federal Hill Park Maintenance N/a N/a Complete 48,047.95$ 48,047.95$ BOPA SOBO Summer Music Series N/a N/a Complete 80,000.00$ 80,000.00$ Parks and People Foundation Free Summer Youth Sports Leag N/a N/a Complete 98,542.00$ 98,542.00$ Waterfront Partnership of Baltimore Gwynns Falls Trash Wheel Desi N/a N/a Complete 100,000.00$ 100,000.00$ Enhanced Services (FY 2019)BCRP Carroll Park & Lakeland Youth N/a N/a Complete 623.00$ 623.00$ Baltimore Green Works BCRP Intern-GIS Mapping N/a N/a Complete 1,590.00$ 1,590.00$ Waterfront Partnership of Baltimore Robert Baker Park Maintenance N/a N/a Complete 5,459.88$ 5,459.88$ Ball-Starz Unlimited Recreation program supplies N/a N/a Complete 6,230.68$ 6,230.68$ Donovan Landcare fbo Barre Circle Communi Barre Circle Landscaping N/a N/a Complete 7,280.00$ 7,280.00$ Scott Jones & Sons Riverside Equipment Installat N/a N/a Complete 7,400.00$ 7,400.00$ Victory Stanley Furniture/Trash Can Upgrades- N/a N/a Complete 7,681.00$ 7,681.00$ BCRP / Baltimore City Foundation Day of Play 2019 N/a N/a Complete 8,367.30$ 8,367.30$ KaBOOM! Westport Playground - Install N/a N/a Complete 8,500.00$ 8,500.00$ Waterfront Partnership of Baltimore Robert Baker Park Maintenance N/a N/a Complete 8,630.09$ 8,630.09$ Active Social Communities / Volo City Kid Day of Play 2019: Opening Day N/a N/a Complete 10,000.00$ 10,000.00$ Flag Poles Federal Hill and Riverside Fl N/a N/a Complete 10,168.66$ 10,168.66$ BCRP Patapsco Recreational Center N/a N/a Complete 11,545.00$ 11,545.00$ BOPA Patapsco River Project Restor N/a N/a Complete 11,700.00$ 11,700.00$ Bif Browning Rhythm & Reels 2019 - Bands N/a N/a Complete 12,000.00$ 12,000.00$ Sparks Quality Fencing Company Conway St Park Fencing N/a N/a Complete 13,061.13$ 13,061.13$ JB Contractors Rowing Club - Front Walk Way N/a N/a Complete 13,920.22$ 13,920.22$ JB Contractors Rowing Club - Fishing Pier N/a N/a Complete 14,754.84$ 14,754.84$ Active Social Communities / Volo City Kid Free Fall Youth Sports League N/a N/a Complete 15,000.00$ 15,000.00$ JB Contractors Middle Branch Canoe Launch N/a N/a Complete 15,628.00$ 15,628.00$ Davey Tree Experts Barre Circle Tree Pruning N/a N/a Complete 16,340.00$ 16,340.00$ Edrich Lumber Mulch and Soil Donation for 2 N/a N/a Complete 17,925.00$ 17,925.00$ BOPA Art on the Waterfront N/a N/a Complete 18,850.00$ 18,850.00$ BCRP Lakeland Steam Center Equipme N/a N/a Complete 22,009.02$ 22,009.02$ South Harbor Renaissance Fed Hill Playground Upgrade N/a N/a Complete 24,281.00$ 24,281.00$ Waterfront Partnership of Baltimore Federal Hill Park Maintenance N/a N/a Complete 24,404.95$ 24,404.95$ Art with a Heart Art in the Park N/a N/a Complete 26,000.00$ 26,000.00$ Friends of Carroll Park Carroll Park Summer Concert N/a N/a Complete 30,000.00$ 30,000.00$ Kompan Riverside Park Equipment N/a N/a Complete 30,083.00$ 30,083.00$



Grant Tier

Project Status

SBGP Funding Amount


Geo-Technology Associates, Inc. Reedbird Environmental Manage N/a N/a Complete 30,710.00$ 30,710.00$ Pinehurst fbo Federal Hill Main Street, I Federal Hill Main Street Beau N/a N/a Complete 32,880.00$ 26,542.39$ Waterfront Partnership of Baltimore Enhanced Landscaping for Fede N/a N/a Active 39,333.14$ 20,400.95$ Living Classrooms Federal Hill Main Street Clean N/a N/a Active 41,517.00$ 33,790.00$ Active Social Communities / Volo City Kid 2019 South Baltimore Youth Sp N/a N/a Complete 48,500.00$ 48,500.00$ BCRP Parkapalooza N/a N/a Complete 50,000.00$ 50,000.00$ Lorenz, Inc. Middle Branch Landscaping N/a N/a Complete 68,446.92$ 68,446.92$ Lorenz, Inc Middle Branch Park Maintenanc N/a N/a Active 68,470.00$ -$ BCRP Rhythm & Reels 2019 - Managem N/a N/a Complete 72,197.94$ 72,197.94$ Grow Home 2019 Youth Sports Program N/a N/a Active 76,230.00$ 75,229.63$ Floura Teeter Landscape Architects Westport Master Planning - Fl N/a N/a Complete 87,950.46$ 87,950.46$ BOPA SOBO Music Series 2019 N/a N/a Active 100,000.00$ 58,775.00$ P. Flanigan & Sons, Inc. Playground Site Work at Floren N/a N/a Complete 143,915.00$ 143,915.00$ Cal Ripkin Senior Foundation Ripken Turf Ballfield at Midd N/a N/a Active 185,000.00$ 20,000.00$ Lorenz, Inc. 295/BW Pkwy Median Landscape N/a N/a Complete 289,450.00$ 289,450.00$ Youth Resiliency Institute (Fusion Partne 2019 4th of July Celebration N/a N/a Active 525,000.00$ 501,846.57$ Enhanced Services (FY 2020)Cal Ripken Senior Foundation Digital Harbor Field Design N/a N/a Complete 3,000.00$ 3,000.00$ Federal Hill South Neighborhood Associati Henry St. Survey & Study N/a N/a Active 5,000.00$ -$ Leveling the Playing Field LPF SB Expansion Project N/a N/a Active 5,000.00$ 1,571.65$ BCRP Buses for Dist. Summer Camps N/a N/a Complete 10,682.00$ 10,682.00$ Waterfront Partnership Robert Baker Park N/a N/a Active 13,943.38$ 4,647.76$ Ruppert Landscape Otterbein Park Benches N/a N/a Active 15,600.00$ -$ Youth Resiliency Institute (Fusion Partne A Dream In Cherry Hill N/a N/a Active 27,010.00$ -$ Pigtown Main Street Pigtown Main Street Landscape N/a N/a Active 38,900.00$ 38,124.94$ Rails-To-Trails-Conservancy Warner Streetscape Design N/a N/a Complete 45,801.31$ 45,801.31$ Living Classrooms Foundation Project SLURRP N/a N/a Active 49,132.00$ -$ Active Social Communities / Volo City Kid Volo City Fall Youth Sports N/a N/a Complete 49,500.00$ 49,500.00$ Federal Hill Main Street, Inc. FHMS Capacity & Brand N/a N/a Active 49,696.00$ 7,569.20$ SBGP COVID19 Resp: Misc Supplies N/a N/a Active 50,000.00$ 5,977.52$ Waterfront Partnership Federal Hill Park N/a N/a Active 59,193.29$ 19,731.08$ BCRP BCRP Canoe and Outdoor Rec N/a N/a Complete 71,315.00$ 71,315.00$ Southwest Baltimore Charter School Inc. Motorized Gym Divider Wall N/a N/a Active 100,000.00$ -$ Living Classrooms Project Serve N/a N/a Active 200,000.00$ 29,711.00$ Fusion Partnerships 4th of July On Middle Branch N/a N/a Active 315,000.00$ 10,000.00$ Transformational Projects (FY 2018)Parks and People Foundation Middle Branch Waterfront Plan N/a N/a Complete 150,000.00$ 150,000.00$ BCRP Middle Branch Fitness and Wel N/a N/a Active 1,000,000.00$ -$ Transformational Projects (FY 2019)Cherry Hill Development Corporation Cherry Hill FY19 CDC Operatin N/a N/a Active 300,000.00$ 136,476.47$ Transformational Projects (FY 2020)SBGP South Baltimore GO! Pilot N/a N/a Cancelled -$ -$ SBGP Grocery Access Pilot N/a N/a Active 33,000.00$ 741.12$ Southwest Partnership, Inc. Pigtown FY20 CDC Operating Fun N/a N/a Active 300,000.00$ -$ Westport CEDC Harbor West CDC Op. Fund N/a N/a Active 300,000.00$ 24,267.33$ SBGP Mid. Br. Wtrfrnt Design, Imp. N/a N/a Active 1,000,000.00$ -$ BCRP Middle Branch Fitness and Well N/a N/a Active 1,200,000.00$ -$


Documents

Quarterly Report · 2020-04-29 · SBGP Quarterly Report (Q3 FY20, Jan.–Mar. 2020) 2 SBGP also continued to plan for its future organizational needs and structure. SBGP engaged